Implementing Total Quality Management in the United States

1993 ◽  
Vol 17 (1) ◽  
pp. 69 ◽  
Author(s):  
Robert S. Kravchuk ◽  
Robert Leighton
Keyword(s):  
United States ◽  
Quality Management ◽  
Total Quality Management ◽  
The United States ◽  
Total Quality

scholarly journals Crossing the management fashion border: The adoption of business process reengineering services by management consultants offering total quality management services in the United States, 1992–2004

2016 ◽  
Vol 22 (5) ◽  
pp. 702-719 ◽  
Author(s):  
Dong-II Jung ◽  
Won-Hee Lee
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Business Process ◽  
Business Process Reengineering ◽  
The United States ◽  
Organizational Capabilities ◽  
Process Reengineering ◽  
Total Quality ◽  
Management Consultants ◽  
Management Fashion

AbstractBuilding on prior research on management fashion, this paper seeks to understand how management consultants respond to the boom-to-bust cycles of competing management fashion trends. Specifically, we examine how US management consulting firms offering total quality management (TQM) services responded to the rise and fall of the rival management practice, business process reengineering (BPR), with an empirical focus on the adoption of BPR services. We find that a consulting firm offering TQM services was more likely to adopt BPR services if the firm’s organizational capabilities and institutional environments were more connected to BPR’s principles than to TQM’s principles. This suggests that management fashions are not simply bandwagon phenomena, but involve resource- and identity-based decision making. We also find that the significance of organizational capabilities increased while that of network influences decreased as BPR’s boom turned to bust. The reversal of well-established institutional accounts of innovation diffusion is explained by reference to the characteristics of management fashion.

Mapping the terrain of public service quality improvement: twenty-five years of trends and practices in the United States

2009 ◽  
Vol 75 (3) ◽  
pp. 403-418 ◽  
Author(s):  
Marc Holzer ◽  
Etienne Charbonneau ◽  
Younhee Kim
Keyword(s):  
United States ◽  
Quality Improvement ◽  
Quality Management ◽  
Service Quality ◽  
Organizational Effectiveness ◽  
Public Service ◽  
Quality Criteria ◽  
The United States ◽  
Total Quality ◽  
Quality Movement

The quality movement in the United States has been characterized as an impetus for organizational effectiveness and responsiveness since the late 1970s. ‘Quality’ can be a subjective term as each organization has its own definition and boundaries. Three emphases are evident in the field of quality improvement: quality circles, total quality management, and citizen satisfaction. Practices of quality improvement in the public sector have been driven by demands from citizens for more effective services, outcomes that require the implementation of suitable quality models and standards. Points for practitioners This article presents major intellectual trends in the practice of service quality improvement. Practitioners will be able to comprehend the most fundamental concepts of ‘what is public service quality improvement’. Practitioners will also obtain useful insights into defining quality criteria and assessing organizational improvement models based on substantive principles of quality management for promoting organizational effectiveness and responsiveness.

scholarly journals s Global Quality Assurance System of Higher Education in United States, Vietnam and Japan Possible?

2021 ◽  
Vol 8 (3) ◽  
pp. 63-80
Author(s):  
Patricia Abels ◽  
Ha Duy Mong Nguyen ◽  
Hiroaki Kawamura ◽  
Masahiro Chikada
Keyword(s):  
Higher Education ◽  
United States ◽  
Quality Assurance ◽  
Quality Management ◽  
Manufacturing Industry ◽  
The United States ◽  
Assessment Process ◽  
Total Quality ◽  
Global Quality ◽  
Quality Movement

Higher education has jumped into the quality movement with expectations of enhancing the excellence of education being received by students. The total quality management philosophy that dominated the manufacturing industry has found its way into the education industry. W. Edwards Deming developed a set of 14 quality management principles, which can be applied to the education sector (Hughey, 2000; Prasad, 2017). Accreditation is a mechanism to inform the employers, the public and students that a university or program has met the minimum standards for quality. The injection of accountability and accreditation into the educational system has raised the expectations of an institution. External accreditation has been growing worldwide in importance. This paper looks at the development of accreditation within the United States, Vietnam, and Japan. An educational curriculum was seen to be a pillar needed for growth for each country. It became apparent that all three countries realize the importance of quality and are heavily involved in the assessment process. There are some differences in who controls the curriculum and the assessment process. However, continuous improvement is universally shared among the three countries. Developing an understanding of the accreditation process will contribute to the literature surrounding accreditation and quality assurance.

Lean and Total Quality Management in Civil Engineering

2018 ◽  
pp. 106-116
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Civil Engineering ◽  
Iso 9000 ◽  
The United States ◽  
Total Quality ◽  
Engineering Managers ◽  
Actual Use ◽  
Academic Courses ◽  
Professional Business

The aim of this chapter is to examine the utilization of total quality management (TQM), ISO 9000, and Lean concepts in the management processes of civil engineering consulting firms. The history of management theory and the existing literature related to total quality management, ISO 9000, and Lean concepts as applied to the civil engineering profession were reviewed. Also, the practical application of these concepts in civil engineering firms' operations and the extent that academic courses in these topics are offered were analyzed. The study is based on internet research and interviews with civil engineering managers and college professors. The results show that while the literature strongly endorses the utilization of these management concepts, the actual use is little known in the professional business of civil engineering. Also, in general, undergraduate civil engineering academic programs in the United States do not offer specific courses, which cover these concepts in their curriculums.

PENGARUH TOTAL QUALITY MANAGEMENT (TQM) TERHADAP KINERJA PERUSAHAAN MELALUI PERILAKU PRODUKTIF KARYAWAN PADA PT. TOMORROW’S ANTIQUES INDONESIA

2019 ◽  
Vol 1 (2) ◽  
pp. 1-20
Author(s):  
I Wayan Suartina ◽  
Ni Nyoman Adityarini Abiyoga Vena Swara ◽  
Ni Luh Sri Astiti
Keyword(s):  
Quality Management ◽  
Total Quality Management ◽  
Path Analysis ◽  
Quantitative Method ◽  
Descriptive Analysis ◽  
Company Performance ◽  
Total Quality ◽  
Analysis Technique ◽  
Z Value

This study aims to determine the effect of Total Quality Management (TQM) on employee productive behavior and company performance at PT. Tomorrow’s Antiques Indonesia. This study uses a quantitative method with a sample of 104 employees. Data was collected by observation, interviews, documentation, literature, and questionnaires. The analysis technique used descriptive analysis, path analysis (analysis path), and sobell test. The results of the total quality management (TQM) research have a positive and significant effect on employee productive behaviour at PT. Tomorrow's Antiques with coefficient of 0.986 and a sig value of 0.00 <0.05; employee productive behavior has a positive and significant effect on company performance at PT. Tomorrow's Antiques with coefficient of 0.606 and a sig value of 0.00 <0.05; total quality management (TQM) has a positive and significant effect on company performance at PT. Tomorrow's Antiques with coefficient of 0.396 and a sig value of 0.00 <0.05, and employee productive behaviour can mediate the effect of total quality management (TQM) on company performance at PT. Tomorrow's Antiques with Z value (17,311) > Z table (1,96).

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